‘Nobody really understood what I was going through, and they were nervous to discuss it with me.’
This is an all too common experience of women going through IVF, and while many people are aware of what IVF does, there’s little knowledge of just how extensive and invasive the procedure really is. This, coupled with the hectic schedule of life as a general counsel, leaves many women feeling alone, during what is already an emotionally taxing time.
That’s why a women’s GC network has released a report outlining what employers can do to support employees going through IVF.
The report, ‘In Vitro Fertilisation – A compassionate guide for Employers.’ was compiled by The Eagle Club, a women-only forum for GCs and C-suite members around the world, founded by Lesley Wan.
Eighteen members of the group, many of whom have undergone IVF themselves, drafted the guide, which outlines the side effects of the treatment, logistical impacts, and potential policy points for companies to consider.
The initiative has been shared among the group, whose membership totals more than 500, with each member encouraged to share the report with their companies in an effort to push for dedicated IVF policies.
From blood tests, hormone medication, and egg collection to the often-disappointing news couples face, the changes are aimed at supporting employees navigating the challenging journey, without requiring them to disclose personal information on their progress.
‘It was very stressful to manage all the work and meetings without telling my manager what was going on’
A common difficulty that several GCs who have undergone IVF mentioned is juggling medical appointments with the demanding nature of their role.
‘GCs are in a unique position that their presence and advice are often needed on an ad hoc and urgent basis,’ says one GC. ‘IVF policies should ensure that managers and colleagues understand how time-consuming IVF treatments are and that GCs might not be present all the time.’
Another explains: ‘GCs end up involved in so many different things and are often brought in on time sensitive situations. It can leave you feeling you’re letting your stakeholders/internal clients down by being more absent.’
Appointments throughout the process ‘can range from every few days to twice a day, often with little/no advance warning,’ the report explains, with the bulk of the regular appointments in the 10 to 14-day period leading up to egg collection.
Without any considerations in place, employees are left in a difficult position, having to either juggle a busy work schedule with frequent hospital appointments or disclose personal information to their managers and colleagues about their progress in the IVF process.
‘I needed a great deal of flexibility to be able to arrive late, duck out during the day or take days off on short notice over each round of IVF,’ shares one GC. ‘I didn’t need this to be forever, but as needed. It was disappointing that in order to achieve this, I needed to explain the IVF process and what particular stage I was at to several people. With a policy in place, I would not have had to do so.’
Another GC explains that while her company had generous fertility benefits when she was going through IVF, there were no dedicated IVF policies in place, leaving her feeling that she should not bring up the topic with her manager: ‘It was very stressful to manage all the work and meetings, with having to take 2-3 hours almost every second day to go to the hospital without telling my manager what was going on.’
‘The support an initiative such as this offers will be invaluable to anyone who is dealing with this silently’
While GCs often found that their companies and managers were supportive once they discovered what the GCs were going through, the report recommends implementing policies from the outset, which will give employees peace of mind that their employer will support them.
Among a number of suggested policies, the report recommends flexible working arrangements, time off for medical appointments, a flexible approach to sick leave, a phased return to work after treatment, and limited or no work-related travel around key times.
Other key points include various health insurance and private healthcare options that can cover, in whole or in part, the costs of IVF.
Furthermore, the report suggests any policy relating to IVF should be gender-neutral, to recognise that most partners will also need to attend regular hospital appointments to support their spouse, and can also be involved in the process through sperm collection and shared disappointment after an unsuccessful round.
‘As someone who went through multiple cycles for almost a decade, during most of my senior career to date, I can’t express how much I welcome this report’ shares one GC. ‘The support that an initiative such as this offers will be invaluable to anyone who is dealing with this silently.’
Another GC, who went through four rounds of IVF explains: ‘Having an IVF policy in place will encourage employees to confide in their managers and colleagues, which will certainly reduce the stress of feeling that you have to be present all the time for work.’
Since the report’s launch, GCs have been sharing the report widely. One GC says that she has already shared the guide with both current and former employers, with an overwhelmingly positive reception. ‘The Head of HR of my current company already said that this was a great initiative and she would review the guidance and discuss internally whether the company should implement an IVF policy.’
‘We can only have change if we talk about things more. It’s still sometimes regarded as taboo’
Another GC has shared the report with the employee relations and human resources teams at their company, a multinational tech business, with the teams confirming that the report will be shared with external consultants as part of a global benchmarking review exercise.
The report has also gained traction outside the in-house environment. A managing associate at a large international firm spoke with Legal Business about the positive impact a report like this will have. She explains that while solid policies are already in place at a number of firms, including hers, being able to speak about these policies is one of the best solutions.
‘We can only have change if we talk about things more,’ she says. ‘It’s still sometimes regarded as a taboo, and I think the more we can talk about it, and the more that men feel that they can talk about it, the better. It is such a game changer to say okay, look, these are some steps forwards that we should be thinking about everywhere and as a whole.’
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